Disentangling the interplay of public service motivation and organisational behaviours: insights from a domain-based literature review

Purpose This article aims to unveil how public service motivation (PSM) and organisational behaviours interact. However, an integrative framework systematising the existing knowledge in this study domain is missing. This article addresses this knowledge gap through a review of the literature. Design/methodology/approach A domain-based literature review was conducted following the SPAR-4-SLR protocol. The intellectual core included 134 scientific contributions, which were systematised in compelling research streams to unravel the intertwinement of PSM and organisational behaviours. Findings A multilevel framework is developed, accounting for the psychological, social, and organisational levels at which the intertwinement of PSM and public servants’ behaviours unfolds. Work meaningfulness triggers PSM, which is boosted by recognition. Mission valence and growth aspirations translate PSM into organisational citizenship behaviours. Instilling prosocial orientations, PSM curbs the ability to detach from work. Since it paves the way for work intensification, PSM may trigger overload, thus undermining the quality of the work experience. Originality/value The interplay of PSM and organisational behaviours should be carefully managed, fostering the commitment of public servants to public value generation, while dealing with potential side effects on the work experience.